Mar 30, 2025 8 min read

How critical is a second-in-command to your success?

You need a number two. Call them a lieutenant, a deputy, a second-in-command, a succession plan—doesn’t matter. What matters is this: they’re not just valuable to your team; they’re a complete necessity to you and your growth. They’re the difference between drowning in the day-to-day and actually leading. Your next step in your career? It’s tied to them. Plain and simple.

Find your number 2, and you’ll feel the impact fast. We’re talking 20-30 percent of your time back.

That’s not a guess; it’s what happens when you stop being the bottleneck.

Why We Resist a Number Two

Let’s be real—some of us hear “second-in-command” and immediately tense up. A number two? You probably have one that you are thinking of, but they aren't quite doing what you need them to be doing. Don't worry, it's not them, it's you.

It's fun to solve problems. It makes you feel valuable. I know it does for me.

Maybe you’re convinced no one else can steer the ship like you can. I get it—I really do. You’ve poured your soul into this. Your sweat’s in the foundation, your vision’s in every corner. Letting someone else take a crack at it is a risk.

What if they mess it up?

What if they’re better than you? (If this is your thought, we have other problems to discuss)

We've all heard that little voice in our head.

So why do we resist? It’s fear, plain and simple. Fear of failure—ours or theirs.

But here’s the kicker: that voice? It’s not strength. It’s a trap. You’re not protecting your legacy by holding every string—you’re strangling it. Clinging to control doesn’t make you the indispensable genius you think it does. It turns you into a bottleneck. And bottlenecks don’t win races—they slow everything down.

So why do we resist? It’s fear, plain and simple. Fear of failure—ours or theirs. But let me ask you this: what’s the cost of that fear? Burnout? Stagnation? A team that’s waiting for you to decide every little thing because you’ve trained them to need you?

That’s not leadership—that’s a one-man show with an expiration date.

The data backs this up. Studies—like that one from Harvard Business Review a few years back—show companies with strong deputy leaders adapt faster and last longer. Why? Because two heads don’t just mean twice the ideas—they mean resilience. When the top dog’s out, the machine keeps humming. But you don’t need a study to see it. Look at any thriving organization. There’s always a number two quietly making it work.

Now, I’ll admit, finding the right person isn’t easy. You can’t just pick someone off the street and say, “Here, run my practice or department.” It takes time. You’ve got to scout talent, test trust, build alignment. And yeah, they might fail at first. You might have to coach them through it. But isn’t that the point? You’re not cloning yourself—you’re multiplying your impact. A good number two doesn’t copy you; they complement you. They catch what you miss, push where you pull.

The Cost of Going Solo

Imagine this: no backup, no number two, just you. Every call lands in your lap. Every crisis—yours to extinguish. Every glitch? You’re the fix. It’s a one-person show, and maybe you’re nailing it—for now. You’ve got the grit, the know-how, the sheer stubborn will to make it work. But let’s pause and ask: at what cost? Because there’s always a bill, and it’s coming due.

We think solo means strength, but it’s a trap we set for ourselves.

Picture yourself a year from now. Burnout’s creeping up like a shadow you can’t shake. You’re so busy putting out fires you haven’t looked at the horizon in months—strategy’s a distant memory. Your team feels it too. They’re waiting on you for every move, every green light. Execution drags.

You’re not leading anymore—you’re just hanging on.

Sound familiar? It should.

This is what going solo does. The weird thing is you can do this when surrounded by a big team. You are pretending to lead.

I dug into this because I’ve seen it play out too many times. There’s even a number to back it up. A Harvard study clocked burnout at 50 percent for leaders who refuse to delegate.

Half of us—half—are crumbling under the weight of doing it all. That’s not a fluke; that’s a warning. We think solo means strength, but it’s a trap we set for ourselves.

What Your Deputy Needs

Not just anyone can step up as your number two. This isn’t a warm-body gig. They need a toolkit. It'll take hard skills and soft skills.

Data analytics? They’ve got to slice through numbers like a chef with a fresh blade, then pair it with judgment that doesn’t flinch.
Empathy? It’s non-negotiable—they’ve got to feel the team’s heartbeat, know when it’s racing or fading.
Candor? They need to shoot straight, no sugarcoating, no dodging.

And grit—man, that’s the big one. You might have to mold that part, coach it into shape, because it’s the glue that keeps them standing when the storm hits.

Think about it. You’ve seen those folks who look great on paper but fold when it’s go-time. That’s not your number two. This isn’t about finding a unicorn prancing around with a perfect resume—it’s about spotting someone with the raw bones of what works. Or better yet, growing them into it. Because here’s the deal: the right person doesn’t just fill a slot—they flip the game.

Think about it. You’ve seen those folks who look great on paper but fold when it’s go-time.

This takes work. You can’t toss a role at someone and call it a day. They need to know the numbers and the people behind them. They’ve got to read the room, not just the report. And when it’s time to speak up—maybe even push back on you—they can’t blink. That’s where the coaching comes in.

Grit isn’t always born; sometimes it’s forged. You’ll have to roll up your sleeves, show them the ropes, let them stumble a bit. It’s messy, sure, but it’s the mess that matters.

How to Find or Forge Them

So, you’re sold on needing a number two. Great. But how do you find them—or forge them?

If they’re already in your orbit—someone on the team with potential—stretch them. Hand them a small crisis, nothing apocalyptic, just enough to test their stroke. Do they sink or swim? Watch close. Coach the grit in real time—feedback’s your hammer here. Praise the hustle, not just the home runs. “You fought for that—I see it.” That’s how you grow the raw material into something solid.

Now, once they’re in place, your job flips. You’ve got to trust them—really trust them—to run the operations. Not a half-hearted nod while you micromanage; that’s fake delegation. Step back from the daily grind, the weeds, the quicksand. Let them own it.

Your eyes shift up—to the big picture, the strategy that’s been collecting dust on late-night Post-its. This isn’t just handing off tasks; it’s handing yourself a lifeline. Because here’s what happens: you stop drowning in the now and start steering the future.

Signs You’ve Got the Right One

So, you’ve got someone in the number two slot. But how do you know they’re the one? It’s not a gut vibe—it’s in the proof. Watch this: the team stops buzzing your email and Teams messages for every little thing and starts leaning on them for the daily grind.

Deadlines? They’re met—no prodding, no babysitting.
Risks? They’re spotting them before you even blink, and they’re not just whining about it—they’re handing you solutions on a platter.
That project that was circling the drain? It’s purring along now, and you barely lifted a finger.

When you see that, you’ve got your lieutenant.

So build your lieutenant. Test them—toss them a mess and see how they clean it. Watch the signs. Are they owning it? Lifting you up? If they’re not, tweak or trade up. But if they are, step back. The gain’s there—you just have to trust it. We’re bleeding time clinging to the old way. The clock’s ticking. Start now, or watch the gap widen.

Who’s your number 2?